BUILDING ORGANIZATIONAL CAPABILITIES FOR COMPETITIVE ADVANTAGE

Description:This $3 billion Midwestern integrated health care system has 9 metro and 5 rural hospitals, 125 primary care clinics and a long term affiliation with an academic medical school with teaching and research missions. This ongoing engagement went through various evolutions mirroring the dynamics of the marketplace, the changing art and science of medicine, advanced medical and information technology, the emergence of consumer driven health care and the rapid transformation of the health care industry.

MethodologySPRING introduced this client to an important organizational capability known as a Decision Accelerator, capable of mobilizing large groups of stakeholders to solve complex problems, plan implementation and establish accountability in compressed time frames. Among the many client applications were strategic visioning and planning, product and process innovation, organization design, merger integration, service line planning, clinical integration, care model design & execution, new facility planning, and rapidly prototyping models of the clinic of the future. The client embraced this capability early on and has internalized it as a core enterprise engine for execution and culture change. SPRING's guidance enabled an enterprise innovation capability based on design thinking. SPRING also introduced the client to the power of conducting ethnographic research to deeply explore the patient experience.

Results:This client remains the dominant player in its metro and rural marketplaces and continues to be in Modern Healthcare’s Top 100 integrated health care systems. It has been nationally recognized for many achievements, including its values-based approach to community and charity care. It is also seen as a respected pioneer in introducing cost and clinical outcome transparency to health care.